recruiting, managing and retaining academic talent survey results 2013

Recruiting, Managing and Retaining Academic Talent

Survey Results 2013

2

Executive Summary - 1

22/04/2023

• This aim of this online survey was to explore the key challenges facing universities across the world in recruiting, managing and retaining academic talent

• The survey was completed in full by198 respondents representing 160 universities in North America, Europe, Asia, Australia & Oceania, and Africa

– 47% of respondents were HR executives (HR Director or equivalent) and 30% were HR managers

– 53% of the universities represented were very large or large (>12,000 students)

– 16 of the universities represented were in the top 50 of the QS World University Rankings, 23 were in the top 100, and 64 were in the top 500

• The HR challenges that respondents rate as the most significant are:

– Improving performance management (78% consider this one of their top 10 challenges)

– Managing organisational and culture change (72%)

– Strategic workforce planning (71%)

• There were some notable patterns of consistency and variation across regions, university ranking and university size, for example:

– Improving performance management is viewed as a key challenge across all regions, all university rankings and all university sizes

– Managing organisational and cultural change is viewed as a significant challenge in all regions except Asia, where only 17% of respondents rate it as a top 10 challenge

– Strategic workforce planning, employee engagement and managing talent are seen as more challenging issues in Asia than in other regions, retaining quality staff is a key challenge in Australia, managing diversity and inclusion is a key challenge in Africa and leadership development is a key challenge in Europe

– Higher ranked and larger universities view retaining quality staff and competition for talent as more significant challenges than do lower ranked and smaller universities, while reverse is true of improving HR processes

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22/04/2023

• The most significant recruiting and retention risks were identified as:

– Lower incomes and higher workloads compared to professions

– Diminishing attractiveness of academia as a career

– Lack of articulated pathways between professional practice and academia

• Notable variations in perception of risk factors by region and by university ranking include:

– Asia: low income & high workloads; income loss while pursuing higher degrees; perceived requirements for all academics to conduct research; and barriers to migrants finding professional employment were seen as more significant risks than in other regions

– Australia & Oceania and Europe: short term nature of research grants and security of tenure during early research were seen as more significant risks than elsewhere

– North America: engagement of key stakeholders in managing supply of talent seen as a key risk

– Africa: diminishing attractiveness of academia as a career seen as particularly significant risk

– Higher ranked universities view research-related issues (short term grants, tenure, etc) as more significant risks than lower ranked universities, which tend to be more concerned about income related factors and ill –defined career pathways between professions and academia

• The disciplines of most concern in relation to future supply of academic talent are engineering, medicine, health sciences, natural & physical sciences, pharmacy and IT. Notable regional and ranking variations include:

– Africa: higher level of concern than other regions for most disciplines, including areas like veterinary medicine, dentistry, architecture and economics that are of low concern elsewhere

– Europe: lower level of concern than other regions across almost all disciplines

– Asia: very high level of concern about law (4.8 out of 5) compared to other regions (all 3.0 or less)

– Higher levels of concern across all discipline in among ranked universities outside the top 100

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• Research climate; university culture and values; and reputation are seen as the key drivers of success in recruiting and retaining academic talent, while work environment; personal and professional development; and conditions of employment were are as less crucial (albeit still quite important)

• The most important specific recruitment and retention factors were rated as:

– Strong leadership with clear institutional direction

– Reputation of the university in the academic community

– Prestige / reputation of the relevant department or discipline

– Financial resources for research

• Universities with high levels of success in recruiting rate factors relating to research climate and university reputation as much more important than do those with lower levels of recruiting success. The largest rating gaps are in research time, research climate, recognition of research achievements and reputation in the business community.

• Universities with high levels of success in retention rate factors relating to culture, values and conditions of employment as more important than do those with less retention success. The largest rating gaps are in job security, remuneration and strong leadership.

• Respondents generally view their university executive as highly supportive of HR, but feel that the HR department has only moderate levels of autonomy and collaboration with academic faculties

– Universities in Asia and Europe, and those ranked in the top 100, rated the level of HR autonomy higher than other universities

– HR departments in European universities have higher levels of collaboration and enjoy particularly high levels of support from the university executive

• University websites, word of mouth and university intranets are the most important general recruiting channels. However, university websites and specialist academic recruitment websites are the primary source of international candidates.

5

Survey Objectives

22/04/2023

The aim of the this survey is to capture and analyse the opinions of senior human resource professionals working in higher education institutions in relation to:

– their key HR management challenges– the importance of a range of factors in successfully recruiting and

retaining academic staff– their organisations’ level of success in recruiting and retaining academic

staff

The survey is exploratory in nature, with intention to provide a starting point for discussion and to identify issues that might warrant further investigation.

6

Survey Focus and Design

22/04/2023

• Verhaegen (2005) conducted a double survey in 2003 and 2004 among the deans/directors of 69 European business schools and 350 faculty members in 12 countries completed the survey on the topic of faculty recruitment and retention.

• Verhaegen identified 42 faculty recruitment and retention factors clustered in seven categories or domains. These factors and domains were re-examined in this study.

• Key conclusions from the Verhaegen study include:

– Deans and faculty members are broadly aligned on what they consider to be important factors determining success in recruitment and retention

– However, there are significant gaps between deans’ and faculty members’ perceptions in a few areas. For example, deans rate research factors as less important and institutional factors as more important that faculty members do

– Remuneration is considered to be less important than academic freedom, research opportunities, professional & personal development, and stimulating peer community

• This survey draws the Verhaegen study, but expands the scope to cover all faculties and all regions. It also looks at some issues highlighted in a Boston Consulting Group study titled “Creating People Advantage 2012 – Mastering HR Challenges in a Two-Speed World”

1. Paul Verhaegen, (2005) "Academic talent: Quo vadis?", Journal of Management Development, Vol. 24 Iss: 9, pp.807 - 818

7

Survey Responses

22/04/2023

• An invitation to complete the online survey was sent via email to 7317 HR contacts at 2476 organisations in 41 countries

• 2195 respondents representing 727 organisations bounced back or opted out• 241 responses were received, of which 43 were incomplete• 198 responses, representing 160 universities, were used as the sample

Region

Number of universities / organisations approached

(after bounce back)

Number of universities represented

in sample(N = 160)

University Response

Rate

Number of respondents approached

(after bounce back)

Number of Respondents

Respondent Response

Rate

North America 1301 95 7% 3508 101 3%

Australia and Oceania 47 32 68% 571 50 9%

Europe 350 25 7% 877 29 3%

Africa 7 5 71% 80 12 15%

Asia 45 7 16% 85 6 7%

Grand Total 1749 160 9% 5122 198 4%

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Sample Demographics

United States

Australia

United Kingdom

Canada

South Africa

Ireland

Malaysia

New Zealand

Fiji

Finland

Sweden

Spain

Denmark

Singapore

87

44

17

14

12

7

5

3

3

2

1

1

1

1

Which country is your university/higher education institu-tion?

Number of respondents per country

22/04/2023 9

Sample Demographics

Less than one year

1 to 5 years

6 to 10 years

11 to 15 years

16 or more years

9%

38%

28%

11%

15%

How long have you worked at this uni-versity?

62%

31%

8%

Gender of respondents (N = 198)

Female

Male

N/A

22/04/2023 10

Sample Demographics

Human Resources (HR) Director

Vice President (VP) HR

Acting/Assistant HR Director

Associate HR Director

Deputy Director, HR

Director of Employee Relations

Assistant VP

Associate VP, HR

Head of HR

HR Manager

Recruitment Manager

Assistant HR Manager

Recruitment Administrator/Specialist

E-Recruitment Specialist

Academic Faculty (involved in academic recruitment or retention)

HR Specialist/Advisor/Consultant

HR Administrator

HR Officer

HR Assistant

Other

27%

5%

3%

1%

6%

1%

1%

4%

2%

18%

11%

2%

2%

1%

4%

9%

6%

1%

1%

1%

What is your job category within the university / higher education insti-tution?

47%

30%

23%

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Sample Demographics

Very Large >= 30,000

Large >= 12,000

Medium >= 5,000

Small < 5,000

Not provided

21%

32%

21%

18%

5%

Sizes of the Universities in Sample (Number of Students)

% universities

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Sample Demographics

Australia and Oceania Europe North America Africa0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Number of respondents by region and university size

XL

L

M

S

% o

f re

sp

on

de

nts

pe

r u

niv

ers

ity

siz

e

22/04/2023 13

Sample Demographics

QS Ranking

Number of QS Ranked Universities

Number of Universities in Sample

% in Sample

Top 50 50 16 32%

51 - 100 50 9 18%

101 - 200 100 13 13%

201 - 300 100 11 11%

301 - 400 100 10 10%

401 - 500 101 5 5%

501 - 600 100 5 5%

“601 plus” 128 2 2%

Total 729 71 10%

22/04/2023 14

HR Challenges for Universities (BCG)

Providing shared services and outsourcing HR

Managing candidates' changing expectations

Work health and safety and health-care

Improving university/institution branding

Enabling work-life balance

Managing an ageing workforce

Managing diversity and inclusion

Managing talent

Improving HR processes

Leadership development programs

Transforming HR into a strategic partner

Managing organisational and cultural change

4.5%

14.1%

16.2%

18.7%

20.7%

25.8%

29.8%

32.8%

34.8%

35.4%

35.9%

36.9%

43.9%

45.5%

47.0%

48.0%

55.1%

56.1%

58.1%

59.1%

61.1%

71.2%

71.7%

77.8%

What do you think are the most significant challenges in human resources and people management for universities in today's environment? (N = 198)

Calculated as a percentage of respondents that chose each item

22/04/2023 15

HR Challenges for Universities by Region

Top Three HR Challenges per RegionAustralia

and Oceania (N = 50)

Europe (N = 29)

North America (N = 101)

Africa (N = 12)

Asia (N = 6)

Total (N = 198)

Improving performance management 72% 90% 75% 92% 83% 78%

Managing organisational and cultural change 76% 76% 71% 75% 17% 72%

Strategic workforce planning 82% 72% 65% 58% 100% 71%

Transforming HR into a strategic partner 54% 62% 61% 83% 67% 61%

Retaining quality staff 72% 55% 52% 67% 67% 59%

Leadership development programs 40% 76% 64% 50% 33% 58%

Improving employee engagement 44% 69% 56% 50% 100% 56%

Improving HR processes 52% 41% 61% 42% 67% 55%

Effective recruiting 60% 52% 43% 25% 67% 48%

Managing talent 50% 48% 44% 42% 83% 47%

Highly competitive market for quality talent/tightening demographics

62% 45% 35% 58% 67% 45%

Managing diversity and inclusion 28% 28% 53% 83% 17% 44%

22/04/2023 16

HR Challenges for Universities by QS Ranking

Top Five HR Challenges by University Ranking Top 100 (N = 42)

100 plus ranking (N = 63)

No ranking (N = 93)

Improving performance management 71.4% 85.7% 75.3%

Managing organisational and cultural change 73.8% 74.6% 68.8%

Strategic workforce planning 71.4% 71.4% 71.0%

Transforming HR into a strategic partner 54.8% 61.9% 63.4%

Retaining quality staff 64.3% 60.3% 55.9%

Highly competitive market for quality talent/tightening demographics 61.9% 46.0% 37.6%

Leadership development programs 59.5% 54.0% 60.2%

Improving employee engagement 57.1% 50.8% 59.1%

Managing talent 52.4% 47.6% 44.1%

Improving HR processes 47.6% 50.8% 61.3%

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HR Challenges for Universities by University Size

Top Five HR Challenges by University SizeSmall < 5,000

Medium >= 5,000

Large >=

12,000

Very Large

>= 30,000

(N = 31) (N = 36) (N = 69) (N = 55)

Improving performance management 77% 89% 80% 69%

Managing organisational and cultural change 71% 69% 75% 73%

Strategic workforce planning 65% 81% 75% 64%

Transforming HR into a strategic partner 48% 56% 71% 58%

Leadership development programs 68% 72% 55% 49%

Improving employee engagement 74% 53% 62% 44%

Retaining quality staff 48% 53% 58% 73%

Highly competitive market for quality talent/tightening demographics 35% 25% 48% 62%

Improving HR processes 61% 56% 58% 45%

Managing diversity and inclusion 48% 42% 49% 35%

Effective recruiting 45% 53% 51% 44%

Managing workforce flexibility and labour costs 45% 31% 30% 42%

Enabling work-life balance 45% 33% 35% 29%

Managing talent 35% 53% 45% 56%

22/04/2023 18

HR Challenges for Universities by Gender

Improving performance management

Managing organisational and cultural change

Strategic workforce planning

Transforming HR into a strategic partner

Retaining quality staff

Leadership development programs

Improving employee engagement

Improving HR processes

Effective recruiting

Managing talent

78%

70%

70%

66%

57%

56%

54%

55%

50%

40%

77%

70%

77%

49%

70%

57%

61%

52%

46%

59%

Ten most significant challenges in human resources for universities in today's en-vironment by gender (N = 183)

Male (N = 61)

Female (N = 122)

Calculated as a percentage of re-spondents that chose each item

22/04/2023 19

Recruitment and Retention Issues

Lower comparative incomes and high workload compared with professions

Diminishing attractiveness of academia as a career

Lack of articulated career pathways between professional practice and academia

Disincentives in moving from professional practice into academia because of the loss of income while gaining a higher degree

Engagement/coordination of key stakeholders (the professions, universities, employers and public service) in resourcing and coordinating the management of the supply of professional expertise

Employment contract restrictions due to short-term nature of research grants

Security of tenure during early research

Difficulties in establishing a research track record to obtain research grants or academic promotion if transitioning from professional practice

Casualization of the academic teaching workforce and impact on teaching standards

Limited availability of professional work experience and supervision, whether within the tertiary training program or after graduation

Interpretation of Research Teaching nexus if that only means all academics must actively conduct research

Migrants not employed in professions for which they received training for non-accreditation issues (e.g. English fluency)

62.6%

57.6%

56.6%

53.0%

46.5%

37.9%

36.9%

33.3%

31.8%

29.8%

25.3%

8.6%

Which of the following issues do you feel pose the most risk to recruiting and re-taining quality academic talent? (N = 198)

Calculated as a per-centage of respondents that chose each item

22/04/2023 20

Recruitment and Retention Issues by Region

Top Three Recruitment Issues per Region

Australia and

Oceania (N = 50)

Europe (N = 29)


Africa (N = 12)

Asia (N = 6)

Total (N = 198)

Lower comparative incomes and high workload compared with professions

60% 45% 69% 75% 33% 63%

Diminishing attractiveness of academia as a career 68% 41% 53% 83% 67% 58%Lack of articulated career pathways between professional practice and academia

52% 55% 58% 75% 33% 57%


50% 34% 56% 67% 83% 53%


28% 48% 57% 42% 17% 46%


56% 59% 23% 42% 33% 38%

Security of tenure during early research 50% 55% 28% 17% 33% 37%Difficulties in establishing a research track record to obtain research grants or academic promotion if transitioning from professional practice

40% 45% 29% 25% 17% 33%


30% 7% 38% 50% 33% 32%


14% 24% 41% 17% 33% 30%

Interpretation of Research Teaching nexus if that only means all academics must actively conduct research

40% 24% 20% 0% 50% 25%


4% 10% 8% 8% 50% 9%

22/04/2023 21

Recruitment and Retention Issues by QS Ranking

Top Three Recruitment and Retention Issues by University Ranking

Top 100 (N = 42)


No ranking (N = 93)


64% 35% 28%

Diminishing attractiveness of academia as a career 57% 70% 49% Security of tenure during early research 57% 38% 27%

Lower comparative incomes and high workload compared with professions 45% 63% 70%

Lack of articulated career pathways between professional practice and academia

36% 65% 60%


40% 46% 63%


52% 29% 56%


38% 27% 32%

22/04/2023 22

Recruitment and Retention Issues by University Size

Top Three Recruitment and Retention IssuesSmall < 5,000

Medium >= 5,000

Large >=

12,000

Very Large

>= 30,000

(N = 31) (N = 36) (N = 69) (N = 55)

Lower comparative incomes and high workload compared with professions 74% 58% 65% 56% Lack of articulated career pathways between professional practice and academia

65% 67% 46% 55%


61% 61% 55% 38%


61% 53% 45% 36%

Diminishing attractiveness of academia as a career 55% 42% 64% 62% Difficulties in establishing a research track record to obtain research grants or academic promotion if transitioning from professional practice

48% 22% 33% 36%


35% 28% 22% 47%


26% 28% 46% 38%

Security of tenure during early research 26% 28% 39% 42% Interpretation of Research Teaching nexus if that only means all academics must actively conduct research

26% 17% 23% 36%


19% 58% 25% 25%


3% 8% 14% 2%

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Future Shortages in Academic Disciplines

Engineering and Related Technologies

Medicine

Health Sciences

Natural and Physical Sciences

Pharmacy

Information Technology

Curriculum and Education

Economics

Business / Management / Commerce

Veterinary Medicine

Law

Humanities

Arts and Social Sciences / Society and Culture

Fine Arts / Creative Arts

Agriculture

Dentistry

Architecture / Building

Food / Hospitality / Personal Services

3.61

3.42

3.37

3.28

3.21

3.21

2.86

2.83

2.79

2.76

2.65

2.58

2.58

2.56

2.56

2.56

2.55

2.23

How concerned are you about there being academic shortages in the next five years in the following academic disciplines?

Scale:1 – Not concerned2 – A little concerned3 – Moderately concerned4 - Concerned5 – Very concernedDon't know or Not applicable

22/04/2023 24

Future Shortages in Academic Disciplines by Region

How concerned are you about there being academic shortages in the next five years in the following

academic disciplines? (Ratings over 3.5)

Australia and

OceaniaEurope

North America

Africa Asia

Engineering and Related Technologies 3.82 3.50 3.42 4.18 4.00

Medicine 3.51 2.72 3.46 4.00 3.60

Health Sciences 3.33 2.43 3.58 3.91 3.50

Natural and Physical Sciences 3.18 2.91 3.31 4.09 3.40

Pharmacy 3.03 2.29 3.36 4.00 3.60

Information Technology 3.00 2.48 3.40 3.64 3.80

Curriculum and Education 3.00 2.06 2.85 3.73 3.00

Economics 2.72 2.55 2.81 3.73 3.20

Business / Management / Commerce 2.95 2.57 2.69 3.36 2.80

Veterinary Medicine 2.87 2.09 2.73 4.14 1.75

Law 2.93 2.05 2.40 3.00 4.80

Humanities 2.64 1.89 2.58 3.18 3.40

Arts and Social Sciences / Society and Culture 2.48 2.06 2.65 3.18 3.00

Fine Arts / Creative Arts 2.46 2.06 2.60 3.18 3.25

Agriculture 3.03 1.55 2.47 3.40 2.00

Dentistry 2.46 2.15 2.47 3.86 3.20

Architecture / Building 2.63 2.06 2.42 3.78 3.00

Food / Hospitality / Personal Services 2.10 1.77 2.29 2.88 2.67

22/04/2023 25

Future Shortages in Academic Disciplines by Ranking (Rating over 3)

How concerned are you about there being academic shortages in the next five years in the following academic disciplines? (Ratings over 3.0)

Top 100 100 plus ranking

No ranking

Engineering and Related Technologies 3.44 3.90 3.48

Medicine 3.24 3.53 3.45

Health Sciences 2.97 3.53 3.44

Natural and Physical Sciences 2.97 3.56 3.24

Pharmacy 2.93 3.42 3.20

Information Technology 2.76 3.50 3.20

Curriculum and Education 2.45 3.16 2.84

Economics 2.53 3.23 2.70

Business / Management / Commerce 2.61 3.10 2.66

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Future Shortages in Academic Disciplines by Ranking Are there any other areas in particular (not mentioned previously) where you feel there may be significant academic shortages in the next five years?

• Academic Leadership roles• Accounting• Adjunct faculty in all categories. These individuals bring in

real life business work experiences that full time faculty cannot match and the pay and benefits for adjuncts has not kept up with the expectations of these business professionals which has created a lack of interested applicants

• All the life sciences other than health, vet and pharmacy!!• Artisans (e.g. electricians, plumbers, carpenters etc)• Arts• Bio-engineering• Chartered Accountants• Chemistry• Construction trades (instructors with degrees)• Education in particular• Emergency Management Specialists• Emerging Allied Health Professions• Engineering• Environmental Health (human & natural)• ESL Instructors• Finance• Forensic investigation field across disciplines• Healthcare business areas• History• Human Resources

• Indigenous studies• Law Enforcement & Fire Studies• Maritime• Mathematics - very concerned about low pools of qualified

math teachers...• Mechanical Engineering• Mining and resources related professions• Natural health (health sciences)• Nursing• Occupational Therapy• Physical and occupational therapy• Physical Therapy• Physics• Professional schools• Provost• Psychologists• Sciences• Statistics• Teachers• The focus now is on technology--every school wants to be

Stanford and gather lots of patents and make oodles of money.

• The multidisciplinary scientist• The shortage is for qualified African academics• Those who either don’t fit in the current silos or don't even

recognize the current silos... scientists without boundaries as it were.

22/04/2023 27

Recruiting and Retention Domains (Verhaegen)

Research Climate

University’s Culture and Values

University’s Reputation and Position

Teaching Climate

Conditions of Employment

Personal and Professional Development

Work Environment

7.95

7.64

7.58

7.42

7.21

7.06

6.98

6.82

7.18

7.19

6.91

6.69

6.55

7.15

Respondents' Overall Importance and University Performance Ratings of per Domain

University per-formance

Importance

22/04/2023 28

Most Important Recruitment and Retention Factors (Top Ten)

Strong leadership with clear institutional direction

Reputation of the university in the academic community

Prestige/reputation of the department/discipline

Financial resources for research

Availability of ongoing/tenured positions

Availability of research support and facilities

Research climate within the university

Opportunities for personal and professional development

Innovativeness and progressiveness of the university

Recognition of research achievements

8.41

8.31

8.17

8.14

7.99

7.99

7.97

7.89

7.87

7.86

How important are the following factors in recruiting and retaining quality academic talent for your university/ school/ higher education institution? (Top 10)

(Scale 0 = Of no importance, 10 = Of the utmost importance)

22/04/2023 29

Most Important Recruitment and Retention Factors (Bottom Ten)

Capability of administrative staff and support services

International orientation of the university

Campus and office quality

Opportunities to pursue cross-disciplinary scholarship

Partners in the university's network

Opportunities to work with people outside the university

Non-financial reward systems

Opportunities and facilities for family

Necessity to speak local language

Opportunities for sideline activities or additional jobs

7.12

7.10

7.03

6.94

6.77

6.76

6.76

6.55

6.55

5.64

How important are the following factors in recruiting and retaining quality academic talent for your university/ school/ higher education institution? (Bottom 10)

(Scale 0 = Of no importance, 10 = Of the utmost importance)

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Recruitment and Retention Success

Attracting quality academic staff

Recruiting quality academic staff

Retaining (sustaining) academic staff

Inducting academic staff

3.83

3.75

3.71

3.45

With respect to quality acaemic staff, how successful is your university at…..

22/04/2023 31

Recruitment/Retention Success by Region

Africa N = 12 Asia N = 6 Australia and Oceania N = 50

Europe N = 29 North America N = 101

0

1

2

3

4

5

3.94.0

3.7

4.03.8

3.0

3.3

3.7

4.03.8

Success in recruiting and retaining quality academic staff by regionRecruiting Retaining

Av

era

ge

ra

tin

g (

0 =

un

su

cc

es

sfu

l, 5

= V

ery

su

cc

es

sfu

l)

22/04/2023 32

Gap between High and Low Recruitment Success per Factor

Recruitment Domains and Related FactorsUniversities with

successful recruiting

Universities with moderate to low

recruiting success

Recruiting Success Gap

University’s Culture and Values Domain (Overall) 7.42 6.38 1.04

Stimulating peer community 8.00 6.46 1.54

Academic freedom 8.10 6.83 1.27

Innovativeness and progressiveness of the university 7.40 6.25 1.15

Identification with university’s mission and strategy 7.52 6.42 1.11

Strong leadership with clear institutional direction 7.67 6.82 0.85

Participation in decision-making process 7.17 6.46 0.71

Availability of resources for new initiatives 6.10 5.46 0.64

University’s Reputation and Position Domain (Overall) 7.54 6.09 1.45

Reputation of the university in the business community 7.85 5.96 1.90

Reputation of the university in the academic community 7.86 6.30 1.55

International orientation of the university 7.20 5.77 1.43

Partners in the university’s network 7.40 6.00 1.40

Prestige/reputation of the department/discipline 7.48 6.17 1.30

Composition of the program portfolio 7.46 6.32 1.15

Conditions of Employment Domain (Overall) 6.81 5.71 1.10

Career opportunities 7.07 5.50 1.57

Opportunities for sideline activities or additional jobs 7.03 5.71 1.32

Remuneration 6.85 5.68 1.16

Job security 7.21 6.21 1.01

Availability of ongoing/tenured positions 6.92 6.05 0.88

Non-financial reward systems 5.78 5.09 0.69

22/04/2023 33

Recruitment Domains and Related FactorsUniversities with

successful recruiting


recruiting success

Recruiting Success Gap

Personal and Professional Development Domain (Overall) 6.69 5.31 1.38

Opportunities to pursue cross-disciplinary scholarship 6.57 4.89 1.68

Opportunities to work with people outside the university 7.17 5.54 1.63

Opportunities and facilities for family 6.34 4.88 1.47

Opportunities for personal and professional development 6.79 5.45 1.33

Balance between work and life 6.60 5.79 0.80

Teaching Climate Domain (Overall) 6.90 6.09 0.81

Quality of students 7.64 5.82 1.82

Teaching time 6.84 6.05 0.79

Availability of teaching facilities 7.03 6.32 0.71

Availability of teaching support 6.50 6.10 0.40

Recognition of teaching achievements 6.50 6.19 0.31

Research Climate Domain (Overall) 7.26 5.41 1.85

Research time 7.41 5.05 2.36

Research climate within the university 7.76 5.70 2.06

Recognition of research achievements 7.68 5.63 2.04

Availability of research support and facilities 6.87 5.35 1.52

Financial resources for research 6.56 5.30 1.26

Work Environment Domain (Overall) 7.38 6.93 0.45

Campus quality 7.21 6.64 0.57

Necessity to speak local language 7.51 7.06 0.46

Capability of administrative staff and support services 7.41 7.09 0.32

Gap between High and Low Recruitment Success per Factor

22/04/2023 34

Gap between High and Low Retention Success per Factor

Retention Domains and Related FactorsUniversities with

successful academic retention


retention success

Retaining Success Gap

University’s Culture and Values Domain (Overall) 7.31 6.73 0.58

Strong leadership with clear institutional direction 7.78 6.90 0.88

Innovativeness and progressiveness of the university 7.33 6.57 0.77

Availability of resources for new initiatives 6.17 5.50 0.67

Stimulating peer community 7.72 7.10 0.62

Participation in decision-making process 7.14 6.63 0.51

Academic freedom 7.81 7.45 0.36

Identification with university’s mission and strategy 7.25 6.97 0.28

University’s Reputation and Position Domain (Overall) 7.10 6.93 0.17

Reputation of the university in the business community 7.40 6.90 0.50

Reputation of the university in the academic community 7.44 7.14 0.31

Composition of the program portfolio 7.17 6.93 0.24

Prestige/reputation of the department/discipline 7.03 7.00 0.03

Partners in the university’s network 6.88 6.87 0.02

International orientation of the university 6.65 6.75 -0.10

Conditions of Employment Domain (Overall) 6.77 5.98 0.78

Job security 7.47 6.10 1.37

Remuneration 6.91 5.86 1.05

Career opportunities 6.83 6.10 0.73

Non-financial reward systems 5.79 5.23 0.56

Availability of ongoing/tenured positions 6.87 6.31 0.56

Opportunities for sideline activities or additional jobs 6.72 6.30 0.42

22/04/2023 35

Retention Domains and Related FactorsUniversities with

successful academic retention


retention success

Retaining Success Gap

Personal and Professional Development Domain (Overall) 6.30 6.07 0.23

Opportunities to work with people outside the university 6.77 6.33 0.44

Opportunities for personal and professional development 6.44 6.16 0.28

Opportunities and facilities for family 5.91 5.67 0.25

Balance between work and life 6.36 6.23 0.13

Opportunities to pursue cross-disciplinary scholarship 6.00 5.96 0.04

Teaching Climate Domain (Overall) 6.68 6.54 0.13

Availability of teaching facilities 6.97 6.55 0.42

Availability of teaching support 6.45 6.25 0.20

Teaching time 6.65 6.48 0.16

Quality of students 7.03 6.93 0.10

Recognition of teaching achievements 6.29 6.50 -0.21

Research Climate Domain (Overall) 6.47 6.69 -0.22

Research time 6.56 6.58 -0.02

Research climate within the university 6.96 7.04 -0.07

Availability of research support and facilities 6.18 6.44 -0.27

Recognition of research achievements 6.78 7.12 -0.34

Financial resources for research 5.89 6.30 -0.41

Work Environment Domain (Overall) 7.09 7.36 -0.27

Campus quality 7.00 7.00 0.00

Necessity to speak local language 7.24 7.50 -0.26

Capability of administrative staff and support services 7.03 7.59 -0.55

Gap between High and Low Retention Success per Factor

22/04/2023 36

HR Department

How do you rate the Human Resource Department's autonomy (ability to make its own decisions) at your university / higher education institution?

How much collaboration is there between the academic faculties and the human resources department to recruit quality academic staff?

How supportive is the university's Executive of the Human Resources department?

3.21

3.28

4.05

Ratings of the Human Resources Department Autonomy, Collaboration and Support

(Scale: 0 = None, 5 = Very High)

22/04/2023 37

HR Department by QS Ranking

How do you rate the Human Resource De-partment's autonomy (ability to make its own

decisions) at your university / higher education institution?



3.42

3.37

4.23

3.14

3.43

4.00

3.17

3.13

4.08

Ratings of the Human Resources Department Autonomy, Collaboration and Support by QS ranking


No ranking (N = 93)


Top 100 (N = 42)

22/04/2023 38

HR Department by Region

How do you rate the Human Resource Depart-ment's autonomy (ability to make its own deci-

sions) at your university / higher education institu-tion?



3.26

3.34

4.15

3.47

4.06

4.33

3.11

2.95

4.05

3.13

3.75

3.50

3.67

4.00

4.33

Ratings of the Human Resources Department Autonomy, Collaboration and Support by Region


Asia (N = 6)

Africa (N = 12)


Europe (N = 29)

Australia and Oceania (N = 50)

22/04/2023 39

HR Department by University Size

How do you rate the Human Resource Department's autonomy (ability to make its own decisions) at your university / higher education institution?



3.24

3.37

3.98

3.30

3.36

4.05

3.09

3.14

4.36

3.33

3.17

4.17

Ratings of the Human Resources Department Autonomy, Collaboration and Support by University Size


S (N = 31)

M (N = 36)

L (N = 69)

XL (N = 55)

22/04/2023 40

Recruitment Media

University website

Word of mouth, colleague referrals

University intranet (internal advertising)

Specialist academic websites such as Unijobs, Academic Keys

Local staff personal networking via emails or personal websites

Specialist academic printed media

Printed media - eg newspapers, magazines

Head-hunters /Executive Search organisations

Specialist academic social networking media such as Global Academic Talent

General job seeking websites such as Seek, Monster

General social networking media - such as Facebook, LinkedIn

Specialist research social networking media such as Research Gate

Radio

Television

8.47

7.79

7.50

7.03

6.40

6.38

5.72

5.58

5.08

5.04

4.93

4.69

2.10

2.07

How important are the following media to recruit academic staff for your university / higher education institution?

22/04/2023 41

University website

Specialist academic websites such as Unijobs, Academic Keys

Word of mouth, colleague referrals

Specialist academic printed media

Head-hunters /Executive Search organisations

Printed media - eg newspapers

General job seeking websites such as Seek, Monster

Specialist academic social networking media such as Global Academic Talent

General social networking media - such as Facebook, LinkedIn

Other

Specialist research social networking media such as Research Gate

University intranet (internal advertising)

Radio

Television

22%

17%

13%

10%

10%

8%

6%

4%

3%

3%

2%

2%

0%

0%

Where do you source international candidates?

22/04/2023 42

e-Recruitment

Yes No In the process of implementing one

Don't know

47%

27%

18%

8%

Does your university have an e-recruitment* system in place?

22/04/2023 43

e-Recruitment

Applicant and job tracking/workflow management

Reducing 'cost per hire' and time per hire'

Reducing labour and money spent on physical recruitment

Efficient and effective communications, particularly candidate management

Enhancing overall process quality and standards

On-line application, screening, referencing and assessment tools

Enhancing hiring outcomes

Strong branding/marketing tool for your university to attract quality candidates

Intuitive functionality to enable 'novice' recruiters, line management and candidates to easily navigate and perform requisite tasks

Providing useful information to candidates about your university, its services and location

Data warehousing including job and person specifications, candidate profiles/resumes with an efficient job matching, skills search and screening

capabilityManagement reporting

Seamless interfacing with recruiting media (e.g. on-line recruitment websites, print media, advertising agents, external vendors)

Offer/contract creation

Interface with induction, talent management/succession processes

Creating useful networking opportunities for candidates

3.89

3.67

3.63

3.56

3.52

3.48

3.41

3.41

3.33

3.22

3.15

3.15

3.07

2.93

2.68

2.68

How would you rate your e-recruitment system's overall effectiveness for:

44

Notes:

22/04/2023

recruiting, managing and retaining academic talent survey results 2013

Documents